ABSTRACTThe study examined the effects of corporate rebranding and customer loyalty the case of the GCB Bank PLC. This study sought to explore the influence of the recent rebranding exercise on the loyalty of customers. Rebranding dimensions considered in this study include; rebranded name, rebranded slogan, and rebranded logo. The …
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ABSTRACTThe study examined the effects of corporate rebranding and customer loyalty the case of the GCB Bank PLC. This study sought to explore the influence of the recent rebranding exercise on the loyalty of customers. Rebranding dimensions considered in this study include; rebranded name, rebranded slogan, and rebranded logo. The study also examined customer loyalty in two dimensions namely; attitudinal and behavioural loyalty. The study adopted a descriptive research design. Data in this study was collected in two forms, primary and secondary data. Primary data was collected in this study through a structured questionnaire provided to one hundred and ninety-five (195) customers of GCB PLC. A probability sampling method was adopted through a simple random sampling technique which aimed at giving each respondent an equal chance of being selected thereby eliminating researcher biases. The stud also collected secondary data through the review of articles and journals related to rebranding and customer loyalty. The study revealed a low perception of the rebranding exercise undertaken on the part of customers. Customers revealed that the rebranding exercise undertaken was not well communicated in terms of its purpose and dimensions. The study also revealed that rebranded name has no significant relationship with both attitudinal and behavioural loyalty. In addition, the study showed that there is no significant relationship between rebranded slogan and attitudinal as well as behavioural customer loyalty. The study also identified that there is no significant relationship between rebranded logo and customer loyalty. Based on the findings of the study, the researcher recommends that; the marketing department of the bank should adopt innovative strategies aimed at communicating the rebranding process to customers. The study also recommends that appropriate stakeholder consultations should be conducted to ensure that the timing is right when undertaking a rebranding exercise. In addition, the study recommends that market research should be undertaken in other to identify the most appropriate strategy required to influence customer loyalty since the study has revealed that rebranding does not serve that purpose. Finally, the study recommends that the bank should focus its energy and resources on improving service delivery which can enhance customer loyalty.TABLE OF CONTENTDECLARATIONACKNOWLEDGEMENTLIST OF TABLESLIST OF FIGURESABSTRACTCHAPTER ONEIntroduction1.1 Background of Study1.2 Problem Statement1.3 Research Objectives1.3.1 General Research Objective1.3.2 Specific Research Objectives1.4 Research Questions1.4.2 Research Hypothesis1.5 Significance of the Study1.6 Scope of the Study1.7 Limitations of the Study1.8 Organization of the StudyCHAPTER TWOLiterature Review2.1 Introduction2.2 Definition of Key Concepts2.2.1 Brand2.2.2 Corporate Branding2.2.3 Customer Loyalty2.3 Conceptual Framework2.4 Conceptual Review2.4.1 Corporate brands2.4.1.1 Marks denoting ownership2.4.1.2 Image-building devices2.4.1.3 Symbols associated with key values2.4.1.4 Means by which to construct individual identities2.4.2 Characteristics of corporate brands2.4.3 Corporate brands and corporate identities2.4.4 Brand Essentials: Identity, Image, Equity2.4.5 Rebranding strategy2.4.6 Corporate Rebranding strategy2.4.7 Corporate brand image2.4.8 Benefits of Rebranding2.4.9 Drivers of Corporate Rebranding2.4.9.2 Types of Corporate Rebranding2.4.9.3 The Corporate Rebranding Process2.4.9 Customer loyalty2.4.10 Factors and determinants influencing customer loyalty2.4.11 Loyalty Orientation2.4.12 Brand Loyalty2.4.14 Rebranding and Customer loyalty2.4.15 Conceptualization of Customer Loyalty; Attitudinal vs. Behavioural Loyalty2.5 Theoretical Framework2.5.1 Resource-Based View/Theory2.6 Empirical Review2.7 ConclusionCHAPTER THREERESEARCH METHODOLOGY3.1 Introduction3.2 Research Design3.3 Method of Investigation3.4 Data Sources3.5 Study Population3.6 Sample Size3.7 Sampling Technique3.8 Data Collection Instruments3.9 Data Analysis TechniquesCHAPTER FOURDATA ANALYSIS AND INTERPRETATION4.1 Introduction4.2 Demographic Characteristics of Respondents4.3 Reliability Test4.4 Descriptive Statistics of study Variables4.4.1 Perception of GCB Rebranding4. 5 New Brand Name4.6 New Brand Slogan4.7 New Brand Logo4.8 Corporate Rebranding and Attitudinal Loyalty4.9 Corporate Rebranding and Behavioural Loyalty4.10 Correlation Analysis of Study Variables4.10.1 Correlation between Rebranded Name and Attitudinal Loyalty4.10.2 Correlation between Rebranded Slogan and Attitudinal Loyalty4.10.3 Correlation between Rebranded Logo and Attitudinal Loyalty4.10.4 Correlation between Rebranded Name and Behavioural Loyalty4.10.5 Correlation between Rebranded Slogan and Behavioural Loyalty4.10.6 Correlation between Rebranded Logo and Behavioural Loyalty4.11 Regression Analysis among Study Variables4.11.1 Regression Analysis between Brand Name and Attitudinal Behaviour4.11.2 Regression Analysis between Brand Slogan and Attitudinal Loyalty4.11.3 Regression Analysis between Brand Logo and Attitudinal Loyalty4.11.4 Regression Analysis between Rebranding and Behavioural Loyalty4.11.6 Regression between Rebranded Logo and Behavioural Loyalty4.12 Discussion of Study Findings4.12.1 Perception of Rebranding4.12.2 Corporate rebranded Name and Attitudinal Loyalty.4.12.3 Rebranded Slogan, Attitudinal and Behaviour Loyalty.4.12.4 Relationship between Rebrand Logo Attitudinal Loyalty and Behaviour Loyalty.CHAPTER FIVESUMMARY OF KEY FINDINGS RECOMMENDATION AND CONCLUSION5.2 Recommendations5.3 ConclusionReference
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